How well do you fare as a leader of performance culture change in your organisation?

Take this quick self-assessment, and see if there's something you can start doing from today, that will start building your organisation's buy-in and commitment to measuring and improving performance henceforth:

Do you encourage people to think of performance measurement as...

A: mostly a way for them to understand and manage the organisation's performance, or
B: mostly a way for you to understand and manage their performance?

Do you encourage that performance measurement activities be performed more by...

A: everyone as a natural part of their jobs, or
B: mostly specific people such as business analysts or reporting officers?

Do you mostly reward people based on whether...

A: they continually deepen their understanding and use of their performance measures, or
B: they achieve their performance targets?

Do you mostly review and respond to performance measures...

A: regularly, come rain, hail or shine, or
B: when things go wrong, if at all?

Do you most of the time...

A: think about and question and discuss the results you measure, or
B: think about and question and discuss whatever is most urgent or interesting at the time?

These questions are largely about the messages you send to your people about what performance measurement is really about, through your actions and words. And your actions and words, as a leader in your organisation, have profound strength.

It's been found over and again that you'll get a much stronger performance culture if you send out messages consistent with the As in the above assessment. So, what can you start practicing differently now, to get a stronger performance culture in your organisation?